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Supply chain
Positioning supply chain as a strategic driver: Luca Nanni
With 25 years of experience across leading multinationals like Philip Morris International (PMI), Firmenich, and Danone, Luca Nanni believes supply chain can serve as a strategic driver for business success and leadership development.
In our 2025 IMD Global Supply Chain Survey, we highlight the specific challenges leaders face when transforming supply chains today. To complement the 2025 survey, we have interviewed leaders in the field to get their insights on best practice in a complex and changing environment.
Luca Nanni has built a remarkable career in Supply Chain management. Recently appointed as Chief Procurement Officer at PMI, he previously held the role of VP Global Supply Chain within the same organization. Nanni was recognized among the Global Leaders in Supply Chain by Alcott in 2023 and won first place in the Supply Chain Awards that same year. Nanni believes the
complexity and extensive reach of supply chains across the value chain not only contribute to organizational results but also provide an excellent training ground for future leaders.
“Today’s leaders must not only possess technical expertise in managing supply chains upstream and downstream but also understand how external dynamics influence supply networks and anticipate their impact on business outcomes.”
Supply chain in the VUCA world
The evolution of supply chains over recent years is undeniable. Previously centered on securing the seamless flow of materials, products, and information, the complexity of today’s world and business dynamics have turned supply chains into a much stronger contributor to any organization’s results.
“Nowadays, the role of supply chains has fundamentally shifted and evolved from a tactical and operational function, focused on product availability and cost efficiency, to a strategic driver of top-line growth, innovation deployment, resilience, and value creation,” says Nanni.
Today’s leaders must not only possess technical expertise in managing supply chains upstream and downstream but also understand how external dynamics influence supply networks and anticipate their impact on business outcomes.
Furthermore, he emphasizes the growing role of sustainability in elevating the efforts and impact of supply chain within and beyond its organization.
Elevating supply chain to the executive agenda
While supply chain’s strategic impact has been gaining more recognition in recent years, Nanni observes that its contribution is not always given the attention it deserves. “In many organizations, supply chain is still not consistently perceived as a core strategic priority” he explains. “Leadership often prioritizes commercial and product portfolio strategies, which are undeniably vital. However, supply chain’s contribution to convert the company’s ambitions into tangible results deserves greater recognition.”
This makes sense: supply chain’s visibility rises during disruptions. That is when we see its true value and critical role, but then stability returns and its visibility tends to fade away. “We must ensure we remain relevant beyond crises. For that, supply chain leaders need to raise their game by speaking the language of the business, aligning functional plans to those of the organization, and increasing proximity to customers and consumers,” Nanni says.
Furthermore, he emphasizes the growing role of sustainability in elevating the efforts and impact of supply chain within and beyond its organization. He sees sustainability as very high on the CEO’s agenda and believes demonstrating strong results in this area is allowing supply chain leaders to better position themselves and initiate conversations with the external world that wouldn’t have taken place otherwise.
Delivering on supply chain transformation
According to Nanni, executing transformational plans effectively remains a critical challenge. Supply chains hold a strategic and unique advantage, connecting all areas of the business from suppliers to point of sale. However, thanks to this connecting role, the contribution and impact of supply may be overlooked, therefore stalling transformation efforts. Nanni advises supply leaders to show how their contribution has helped grow profitability and revenues. “Three years ago, we were in the middle of an intense period, following post-COVID economic recovery, material shortages, and military conflicts; our supply chain was under pressure, and we spotted some fundamental areas of improvement. We decided it was time to raise the bar by redefining our functional identity and long-term plans. As a result, we redesigned our operating model and accelerated the transformation of our processes, systems, data, and capabilities altogether,” he explains.
“Simply put, we have repositioned our supply chain within the organization. Today the supply chain leadership team is focused on differentiating our end-to-end supply networks, orchestrating complex internal and external ecosystems of customers, suppliers, and partners, and looking for new ways to deliver superior consumer experiences.”
Nanni highlights the role of technology in enhancing supply chain operations, enabling faster data-driven decisions, improving visibility, and building agility while complexity and volatility continue to grow. He also anticipates a significant shift in the skills required. With the rapid evolution and maturity of new technologies, he stresses the urgency for organizations to develop these capabilities across all levels to stay competitive in this dynamic landscape.
To lead in supply chain, you must be resilient.
Reflections for supply chain leaders
Drawing from his extensive experience, Nanni shares three critical priorities for current and future supply chain leaders:
- Lead as if you’re the managing director of a business unit, fully accountable for the P&L, he advises. This will shape your mindset, strategy, and plans in a more business-focused and impactful way. Align your goals with broader business outcomes.
- To lead in supply chain, you must be resilient. There will always be storms of different magnitudes. While sailing through them, keep your North Star – the big picture – top of mind. Remain calm and focused to ensure that operational chaos doesn’t derail your strategic vision.
- We don’t talk enough about customers and consumers in supply chain, Nanni says. That should be our starting point. To stay relevant, Leaders must frame their contributions to our customers and consumers’ needs.
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